...fan units. Riordan stocks all the necessary raw materials needed to assemble the electrical fans readily available in their manufacturing plant except for the fan motors, which are fulfilled by an outside supplier. Therefore, Riordan Management is asking why meeting the demand is inconsistent with the current fan motor supplier as manifested by their 93% on-time delivery and claim the company's on-time delivery to increase with new a supplier. In this business research project, Team C will investigate and examine the validity of Riordan Management's claim. Formulation of the Research Problem Managerial decision-making is very crucial in the long-term success and failure of organizations, which ultimately influences a great deal of individuals in both microeconomic and macroeconomic senses. The successes of industry leaders such as Apple, Google, and Amazon and failures of Enron, AIG, as well as the financial meltdown of the 2008 can all be attributed to managerial decision-making that affected many on a global scale. The effectiveness of the managerial decision-making relies heavily on business researches or relevant information available as a guide at the time of decision-making. According to Cooper and Schindler (2011), business research is a process of planning, obtaining, analyzing, and in turn distributing the relevant data, information, and insights to guide managers (p.4)....
Words: 3184 - Pages: 13
...different strategies of change and how to adjust them to meet the organization’s needs. The strategies discussed are structural and behavioral and how to change these in order to get the most out of the organization. Discussed are the interventions that would be utilized like employee empowerment, team building, role analysis/negotiation, stress management and third party intervention and how they will affect the organization. Finally, how to determine the success or failure of the proposed intervention. This is determined by utilizing anonymous surveys, and team meeting where they can share their results with other departments. The Organization’s Diagnosis The first area analyzed was how the organization was divided and what their relationship was to each other. Simmons Laboratories is divided up by main project heads who then oversee several projects. Some of these sections have a project head/team leader who oversee, several scientists, lab personnel, mathematicians, and secretaries (Brown, 2011). The team leader reports all finding to the main project head. However, according to the textbook the organizations self-managed work team violates the principle of unit of command (Brown, 2011). This is the principle where the team is...
Words: 2011 - Pages: 9
...ASSIGNMENT COVERSHEET This form should be completed, and attached as the cover of each piece of assignment submitted. |STUDENT NAME: Georgina Assaad |PROGRAMME START DATE: Jan-2011 | |PROGRAMME TITLE: Dip HRP |COURSE LOCATION: Abu Dhabi-UAE | |PERSONAL TUTOR: Sharon Halliday | |ASSIGNMENT TITLE: Developing yourself as an effective HR Practitioner | |SUBMISSION: 1ST 2ND Extension (delete) |DATE OF SUBMISSION: 12 March 2011 | Before submitting your work to www.bradfield.co.uk please read the following statements and tick the appropriate box to show that you have understood and completed what is required. |1. I have read my work through and have checked it for spelling and grammatical errors using, where appropriate the spell and grammar |( | |checker on the computer. | | |2. I have written my name at the top of each page of my work and have numbered each page. |( | |3. I have read...
Words: 2985 - Pages: 12
...Boosting Employee Moral and Productivity in the Workplace Temisha Walston-Harding Bryant and Stratton College ENGL 305 Research and Writing III December 10, 2011 Professor K. Nelson TABLE OF CONTENTS PAGES INTRODUCTION 3 Professional and Personal Development 5 A SENSE OF BELONGING 6 RECOGNITION AND APPRECIATION……………………………………………. 7 CONCLUSION…………………………………………………………………………. 9 SAMPLE SURVEY QUESTIONS……………………………………………………. 10 REFERENCES………………………………………………………………………… 12 Boosting Employee Morale and Productivity in the Workplace Introduction For many, going to work is not just a job but an adventure. Productivity and morale in the work place is just not what it used to be. The current climate of the world’s economic condition has made work life a problematic situation for many. Through the use of surveys and interviews, I have found three areas of concern that should be addressed in order to modify the turbulent climate in the work place. 1. Professional and personal development. Many industries have a poor track record of nurturing employee development beyond the duties of what they are employed for. A large opportunity to develop exists by mentoring, coaching and offering continuing education incentives to employees. 2. A sense of belonging. One of the recurring themes in the surveys taken showed that far...
Words: 2290 - Pages: 10
...A Plan for Plastec Shawn Bhairo, Nikeda Cooks &Tonya Hall HRMG 5000 Webster University Abstract Compensation plays an integral role in attracting and retaining quality employees. Many companies are now moving beyond just providing a base salary for their employees and are now also incorporating various benefit and incentive plans. Mathis & Jackson (2011) states that “more than 80% of organizations are now utilizing variable pay” (p.396). Also, a recent survey shows that 48% of executives see benefits as extremely important in the retention of employees and in impacting organizational performance (Mathis et al., 2011, p.428). The Plastec Company will need to re-evaluate its compensation strategy due to recent turnovers within the company. Anticipating company growth, Plastec will need to develop a new compensation strategy. The company’s HR manager will need to determine how Plastec compares with other area employers in terms of wages and benefits, which variable pay incentives should be used to encourage retention while also encouraging production growth and which benefit options are appropriate for its employee demographic. The Plastec...
Words: 1778 - Pages: 8
...project that have potential (Kloppenborg, Nkomo, Fottler, & McAfee, 2012). Title: Operation Fresh Start Scope Overview: Operation Fresh Start project will initiate a companywide change in employee job satisfaction. There will be a restructuring of job task and roles to better fit employee skill level and include their involvement of decision making to improve job satisfaction. Compensation is a huge motivation since a job is the primary source of income and security for most individuals. Employees will now be subjected to annual raises based on performance reviews, the amount of time the individual has been with the company, and job structure. We will also add medical and life insurance to benefits packages. The new design and pay levels will create job satisfaction among employees while also motivating them to have better job performance. Business case: According to Noe, Hollenbeck, Gerhart, & Wright (2011), job dissatisfaction can be caused by the task and roles associated with the job and pay and benefits. The tasks and roles of a job need to have some level of complexity to keep the employees satisfied and not small, repetitiveness that could bore the individuals. Compensation is the most important indicator for job dissatisfaction. We believe that by redesigning jobs and altering employee pay and adding to the benefits package, employees will become more satisfied with their job and will be motivated to improve their job performance...
Words: 1718 - Pages: 7
...Change and Culture Case Study II Maria Ricks-Bailey HCS/514 August 22, 2011 Albert Hart Change and Culture Case Study II Madison Regional Medical Center (MRMC) and Richmond Community Hospital (RCH) merged and became Richmond Community Health System (RCHS). The new administration has initiated a significant reduction in force and tasked management to redesign patient care delivery; this includes the introduction of universal workers. A committee developed to assist in this process recommends transforming RCHS into a learning organization to encourage workers to adapt and excel despite the changes. After presenting past studies where this model failed when implemented in other organizations, administration charged management with making redesign and universal workers a success at RCHS. This task brings about many challenges: how does management begin the process of redesign? What work processes and performance expectations must be considered once the design is completed? What structures will management put into place to turn RCHS into a true learning organization? Additionally, what plans will be necessary to control the intra-organizational and inter-organizational communications that must occur to implement the job redesign changes? Finally, how can management ensure individual job satisfaction for the universal worker position? Implementation of Job Redesign The RCHS senior management team decided to redesign the job of nurses...
Words: 1939 - Pages: 8
...work hours against corporate policy 2. Questioned branch managers regarding their policies 3. Questioned branch HR manager about documentation and enforcing of corporate policy. B. Survey employees regarding daily operations and policy 1. Preformed one-on-one interviews with 3 human resource employees on company policy. 2. Preformed one- on-one interviews with 10 managers on branch policy. 3. All branch employees surveyed regarding work conditions. C. Reviewed past year of business reports. D. Interviewed clients, both satisfied and dissatisfied 1. Conducted phone surveys with dissatisfied clients who had recently closed their accounts with Roanoke branch. 2. Mailed out satisfaction surveys to current client list of Roanoke branch. III. Main causes for problems plaguing the Roanoke branch are the unlimited number of new client projects, short staffing, and thus overworked employees, lack of communication between departments and declining employee job satisfaction. A. Lack of understanding of company policy when compared to branch policy. 1. Management does not follow HR procedure causing stress and overworking employees. 2. Branch HR managers not enforcing corporate policy. 3. Employees do not understand or fully know there employee contracts. B. Low company morale in surveyed employees. 1....
Words: 1682 - Pages: 7
... Dixon October 25, 2011 Abstract Researchers, Lisa Saari and Timothy Judge, have examined three major gaps between Human Resource practice and scientific research on job satisfaction. The gaps are the causes of employee attitudes, results of positive and negative job satisfaction, and how to measure/influence employee attitudes. This Case explores my assessment of the major gaps and how research on job satisfaction will resolve the three gaps. This examination will give my analysis on why there needs to be employee surveys catered to the specific practice. Job satisfaction is such a broad area that the research needs to be tailored to a specific occupational specialty. Does Research on Job Satisfaction Show That Gaps Still Exist and Can the Gaps be Closed? Employment is a social occurrence and provides an opportunity for employees to fulfill many needs. When people are brought together, they interact and work together, and friendships will naturally emerge through whatever natural interest. Job satisfaction will dictate how or why employees interact together. According to researchers, Saari and Judge (2004), they stated there are three major gaps between HR practice and the scientific research in the area of employee attitudes in general and the most focal employee attitude in particular – job satisfaction: the causes of employee attitudes; the results of positive or negative job satisfaction; and how to measure and influence employee attitudes (HR Management...
Words: 1554 - Pages: 7
...Running head: PROBLEM SOLUTION: RIORDAN MANUFACTURING Problem Solution: Riordan Manufacturing University of Phoenix MMPBL/530 November 14, 2011 Donnetta Webb Problem Solution: Riordan Manufacturing The Riordan scenario shows the issue with the company personnel and organizational leadership. Riordan Manufacturing is a global plastics producer employing 550 people with projected annual earnings of $46 million. The company is owned by Riordan Industries, a Fortune 1000 enterprise with revenues in excess of $1 billion. Riordans major customers are automotive parts manufactures, aircraft manufacturers, the Department of Defense, beverage makers and bottlers, and appliance manufacturers. The current reward system at Riordan is not performance and leans on other factors that may be a hindrance to some individuals who may believe that they are deserving, thus resulting in a decline in morale and work ethic because of the morale system. Riordan faces conflict of interest between top management in various areas causing a gap between members of top management and also employees. The CEO knows that something must happen and is considering his options that may include the overhauling of a new Human Resources (HR) system that will provide motivation, new reward system, or a change in pay for employees (Scenario 2: Riordan manufacturing). The employees are potentially looking for jobs elsewhere, and the leadership is guessing at solutions. The company decides...
Words: 4420 - Pages: 18
...Cornell University ILR School DigitalCommons@ILR Student Works ILR Collection Spring 2013 Which Organizations are Best in Class in Managing Diversity and Inclusion, and What Does their Path of Success Look Like? Pin Zhou Cornell University Daniel Dongjin Park Cornell University Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/student Part of the Human Resources Management Commons This Article is brought to you for free and open access by the ILR Collection at DigitalCommons@ILR. It has been accepted for inclusion in Student Works by an authorized administrator of DigitalCommons@ILR. For more information, please contact hlmdigital@cornell.edu. Which Organizations are Best in Class in Managing Diversity and Inclusion, and What Does their Path of Success Look Like? Abstract Question: Which organizations are best in class in managing diversity and inclusion, and what does their path of success look like? What are the criteria to measure ‘best in class’? Keywords human resources, diversity, inclusion Disciplines Human Resources Management Comments Suggested Citation Zhou, P. & Park, D. (2013). Which organizations are best in class in managing diversity and inclusion, and what does their path of success look like? Retrieved [insert date] from Cornell University, ILR School site: http://digitalcommons.ilr.cornell.edu/student/46/ Required Publisher Statement Copyright by the authors. This article is available...
Words: 3665 - Pages: 15
...Appraisals: Motivating and Encouraging Employees Performance appraisals are a reality in organizations of every size. They offer an opportunity for managers and employees to take a “time-out” and discuss work matters that may otherwise get ignored. If done correctly they can have a profound effect on an employee’s satisfaction with the job and provoke them to contribute even more. Unfortunately most organizations do not put the time and effort in for the process to be effective (Bouskila-Yam & Kluger, 2011, p. 139). Below we look at one such organization that evaluates their employees but provides little feedback and virtually no one on one time to discuss results. Suggestions will be offered on possible ways to alter the current process so that employee performance is formally reviewed and discussed as it should be. This focused interaction between a manager and their direct report can be a powerful motivator and should not be underestimated (Karimi, Malik & Hussain, 2011, p. 247). Government contracting organizations work on some of the country’s most sensitive and unique missions, so it may be surprising to learn just how relaxed one such organization is when reviewing its employees. As a member of the Human Resources team at one of the top 5 Government Contracting (GC) companies I have the luxury of having direct line of sight to how and when reviews take place. I was disappointingly aware of the ineffectiveness and inefficiency of our current performance appraisal...
Words: 2298 - Pages: 10
...challenge of employee performance that seems to affect customer satisfaction. Management’s growing concern regarding the substandard level of employee performance has been the reason leadership initiated an action plan. With the help of research methods the intent is to determine the underlying problem thus improving employee performance. Kaiser Permanente will explore and design an employee satisfaction survey questionnaire to determine employees’ attitude toward the job. The uses of survey information to measure performance while “Understanding employee perceptions of certain leadership practices (customer orientation, quality focus, training, and involvement); along with adequate information/job knowledge, teamwork, satisfaction, and retention, are most often related to customer and business performance measures” (Kam & Brooks, 1998, p. 2). From the investigative measure using both the intranet and personal interview the research questions structured to help managerial decision-making in solving substandard employee performance that has been negatively affecting customer satisfaction. The questionnaire is presented to employees who are the participants in the study. Communications The communications process of surveying measures needs to ensure collected information is ideal and accurate for the desired research study. In this case the survey is to understand why Kaiser Permanente employees’ performance is substandard by explicitly asking about employee...
Words: 1870 - Pages: 8
...Operations CC: Jay Willie, Director of Maintenance & Transportation From: Danisha Benjamin, Accountant Date: February 11, 2012 Subject: Request for Permission to Research Employee Parking Lot Construction Introduction The purpose of this memo is to request permission to pursue research on the opportunity of constructing a secured parking lot for employees of the Department of Human Services (DHS). With over 1,000 employees and over 300 clients daily, the Department of Human Services is one of the busiest organizations located on Hospital Street, St. Thomas. Besides Human Services, Bergs Home, a housing community known for criminal activities and Bethlehem Shelter, a temporary housing for the needy, are located in this area. At the rear of the building, directly across from Bergs Homes and next to Bethlehem Shelter, is a newly cleared area that has become the permanent parking for employees. Issue Without predetermined parking spaces, an average of 100 cars can fit in this area. Due to the lack of security, anyone can park in an available space. Often, clients, visitors of Bergs Homes, and volunteers of Bethlehem Shelter occupy this parking area. Consequently, parking for DHS employees is affected. In addition, during 2011, a string of robberies occurred in this rear parking lot. On different occasions, three employees were robbed at gunpoint. Other than robberies, there was one homicide last year that resulted in three...
Words: 2217 - Pages: 9
...Recruitment, Selection & Onboarding Recruitment, Selection & Onboarding Reliance Solar Engineering (RES) specializes in designing and manufacturing of solar products for American consumers. The company has grown into a mid-size manufacturing firm in the last decade and management has plans in expanding the company’s operations to compete in the global solar technology industry. In order to achieve this, the organization has to keep up with the latest trends and developments, which requires future recruitment and selection of a high performing qualified workforce. This essay is a discussion on effectively meeting the organization's needs and issues related to finding, attracting, successful hiring and onboarding of personnel. Despite the high unemployment in the nation, RES faces shortage of engineers, and skilled workers such as technicians, machinists, operators, craft workers, distributors and unskilled production jobs. This shortage of workforce limits the organization’s ability to drive innovation and expand operations by improving productivity. According to the article, Boiling point? The skills gap in U.S. manufacturing by Deloitte Manufacturing Institute, “High unemployment is not making it easier to fill positions, particularly in the areas of skilled production and production support. […] Translated to raw numbers, this means that as many as 600,000 jobs are going unfilled, a remarkable...
Words: 1482 - Pages: 6
